Programmes

Where the right to timely justice is felt by the people waiting for it.

National Driver

The Constitution guarantees that justice matters are resolved without unreasonable delay, and the Judiciary’s Norms and Standards, together with National Development Plan Vision 2030, set the targets for court efficiency and case flow.

The Gap

The delay in our courts is built by how the work flows, not by the complexity of the cases: matters run for years, and about one in three leaks out in a withdrawal or a strike-off. The people who know exactly where the roll breaks down are already in the courtroom.

The 100-Day Challenge Response

A court team, with the presiding officer, prosecutor, clerk, court manager, interpreter and investigator at one table, takes on one ambitious local goal and clears the delay in 100 days, with no new law, no new court and no new budget.

Impact Areas

Criminal case flow

  • Finalise the oldest matters on the roll—those older than three years—to verdict, plea, or lawful conclusion.
  • Cut the median time from enrolment to verdict on the active roll.
  • Cut the share of matters ending in withdrawal or struck from the roll.
  • Reduce the number of postponements per case.
  • Pursue confiscation or compensation orders on finalised matters to lift asset recovery.

Detention and warrants

  • Reduce the number of remand detainees held longer than 18 months at a chosen court.
  • Execute or lawfully cancel outstanding warrants for absconding accused.

Civil justice, judgments and estates

  • Deliver every judgment reserved beyond the Norms and Standards timeframe.
  • Cut the median time to a default judgment or a small-claims resolution.
  • Cut the median time to issue letters of executorship in deceased estates.

Apply now to organise a 100-Day Challenge in the Justice Sector.

Application
100 Days of Action. A Lifetime of Change.

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Thought starter reflection questions

Jot down thoughts on these questions – to the extent they are relevant to your experience at the session:
  • When did the mood in the event shift from “why are we here?” to “this could be interesting – I am excited to be part of this.” What triggered this shift? 
  • When did you have to go “off script” on the agenda or to change the agenda? What triggered this? What did you adjust? How did it go?
  • What was most surprising to you at the event?
  • What new insights did you gain about the issue at hand, and about the way leaders in the system interacted with each other?
  • Where did the conversation get stuck? What got it unstuck?
  • How would you characterise the level of trust among participants in the meeting? To what extent did this shift as the meeting progressed? To what do you attribute this shift, if indeed it happened?

Thought starter...

Reflection Questions 

Jot down thoughts on these questions – to the extent they are relevant to your experience at the session:

  • When did the mood in the event shift from “why are we here?” to “this could be interesting – I am excited to be part of this.” What triggered this shift? 
  • When did you have to go “off script” on the agenda or to change the agenda? What triggered this? What did you adjust? How did it go?
  • What was most surprising to you at the event?
  • What new insights did you gain about the issue at hand, and about the way leaders in the system interacted with each other?
  • Where did the conversation get stuck? What got it unstuck?
These are 100-Day Challenge Mentors. 

They did some work before you received the Challenge Note. This included:

  • Writing the Challenge Note, and making sure that the leaders of all the organisations represented on the team are comfortable with it – and committed to supporting the work of the team
  • Helping the leaders of these organisation recruit you and your colleagues to the team
  • Gathering some baseline data and other information that will help you and your teammates set your 100-Day goal and develop your plan.
  • Making sure all the preparations are made for a successful Lift-Off workshop, when you and your teammates will meet and get your 100-Day Challenge started. This includes venue, facilitation support, food, swags, comms, travel arrangements and whatever else is needed.

 

Mentors will participate in all or part of the Lift-Off Workshop, mostly at the start to provide context and answer questions, and at the end to give you and your teammates feedback about the goal and plan you develop.

During the 100 days following the Lift-Off Workshop, here’s what the Mentors will do:  

  • They will check in every two weeks with the team leaders to see how the team is doing and what support they and the team need.
  • They will keep other organisational leaders informed and engaged during the 100 days, and pull them in to help as needed.
  • They will participate in the last part of the Refuelling Workshop, halfway through the 100 days, to see what additional support the team needs, and to begin to plan with the team for sustainability and scale-up.
  • They will work with the team at the Sustainability Workshop to finalise recommendations on sustaining the results and building on the work of the team.